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Mosley_9e_PPT_Ch13.ppt

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

CHAPTER 13

EXERCISING CONTROL

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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  • Define control and explain how it relates to planning
  • Discuss the characteristics of effective control systems
  • Discuss the three types of control systems
  • Discuss the four steps in the control process

LEARNING OBJECTIVES

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  • Identify the different types of standards
  • Explain the importance of strategic control points
  • Discuss management by exception
  • Discuss the impact of technology on control

LEARNING OBJECTIVES

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  • Compares actual performance with planned performance and takes corrective action to ensure objectives are achieved
  • Phases
  • Anticipating things that could go wrong and taking preventive measures to see that they don’t
  • Monitoring performance to compare what is happening with what is supposed to be happening
  • Correcting performance problems that occur
  • Linked to planning - Controlling is the process supervisors use to help carry out their plans

CONTROL

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EXHIBIT 13.1 - MURPHY’S LAWS

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CHARACTERISTICS OF EFFECTIVE CONTROL SYSTEMS

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TYPES OF CONTROL SYSTEMS

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EXHIBIT 13.3 - TIPS FOR ESTABLISHING PREVENTIVE CONTROLS

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EXHIBIT 13.4 - THE PROCESS OF CONTROL

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  • Standard: Unit of measurement that serves as a reference point for evaluating results
  • Types
  • Tangible standards: Clear, concrete, specific, and measurable
  • Numerical standards
  • Physical standards
  • Monetary standards
  • Intangible standards: Relate to human characteristics and so are difficult to measure

ESTABLISHING PERFORMANCE STANDARDS

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  • Standards are set by:
  • Supervisors based on the time required to perform tasks, the quality necessary, and the expected employee behavior
  • The various staff departments on specific areas

ESTABLISHING PERFORMANCE STANDARDS

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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  • How often to measure
  • Establish strategic control points to facilitate any adjustments that need to be made
  • Consider the importance of the job and the level of measurement of progress it warrants
  • How to measure
  • Personal observation
  • Written or oral reports by or about employees
  • Automatic methods
  • Inspections, tests, or samples

MEASURING PERFORMANCE

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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EXHIBIT 13.6 - SETTING STRATEGIC CONTROL POINTS IN THE CONTROL PROCESS

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  • To understand the reason for the difference between planned and actual performance, supervisor must:
  • Determine the reasons for below-average performance
  • Compare results that are substantially above standard to determine why they varied from standard
  • Find out the opinions of those close to a problem to determine why standards are not being met

COMPARING PERFORMANCE WITH STANDARDS AND ANALYZING DEVIATIONS

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  • Involves modifying, adjusting, and fine-tuning in response to problems encountered
  • Essential to pull off important tasks or maintain standards

TAKING CORRECTIVE ACTION IF NECESSARY

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MANAGEMENT BY EXCEPTION

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EXHIBIT 13.8 - MANAGEMENT BY EXCEPTION

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  • Decision making and control have shifted downward to lower levels of management
  • Digital monitoring - Enables supervisors to give instructions and control operations from a distance away from those activities

IMPACT OF TECHNOLOGY ON CONTROL

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  • Concurrent controls
  • Feedback controls
  • Feedforward controls
  • Intangible standards
  • Management by exception
  • Monetary standards

IMPORTANT TERMS

  • Numerical standards
  • Physical standards
  • Standard
  • Strategic control point
  • Tangible standards
  • Time standards